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The following e-newsletters and articles by Leigh Branham are organized by topic and require Adobe Acrobat for viewing.

Back issues: Keeping the People Report E-Newsletter
View Holiday 2014 Newsletter: “Here’s to Finding and Keeping Talent in 2015?
View Labor Day 2014 Newsletter: “Time to Celebrate Workers…and the Leaders Who Bring Out Our Best”
View Thanksgiving 2013 Newsletter: “Why Managers Fail to Give Thanks to Employees”
View April 2013 Newsletter: “Who Keeps You Engaged?”
View December 2012 Newsletter: “Daddy, Where Do Jobs Come From?”
View September 2012 Newsletter: “Thoughts on Labor Day, 2012?
View Summer 2012 Newsletter: “Do Employees Really Want to Be Engaged?”
View September 2011 Newsletter: “Events that Trigger the Decision to Leave”
View Summer 2011 Newsletter: “Why You Left” Survey Report
View Spring 2011 Newsletter: “On Employee Engagement and the C-Suite”
View Fall 2010 Newsletter: “Two Very Different Ways to Feel Lucky”
View Summer 2010 Newsletter: “Know The Enemies of Employee Engagement”
View April 2010 Newsletter: “Why Some Managers Don’t Believe in Employee Engagement”
View January 2010 Newsletter: “Happy New Decade?”
View September 2009 Newsletter: “Update on the State of Employee Engagement”
View Spring 2009 Newsletter: “The Essence of Good Business”
View Holiday 2008 Newsletter: “Beating the Bear Market with Engaged Employees”
View Summer 2008 Newsletter: “Highlights of Manager Survey Results”
View Spring 2008 Newsletter: “Website Post-Exit Survey Report: Why You Really Left”
View Spring 2008 Newsletter: “Website Post-Exit Survey Report: Why You Really Left” (short version)
View Fall/Holiday 2007 Newsletter: “Teamwork Across the 4 Generations”
View Summer 2007 Newsletter: “55 Recruiting Guerilla Tactics”
View Spring 2007 Newsletter: “Diagnosing the 7 Reasons in YOUR Organization”
View Holiday 2006 Newsletter: “Cultures of Reciprocal Commitment”
View Summer 2006 Newsletter: “What to Measure…Satifaction or Engagement?”
View Spring 2006 Newsletter: “27 Studies–The ROI of People Investments”
View Holiday 2005 Newsletter: “Winning Back Top Performers When They Quit”
View Summer 2005 Newsletter: “HOW Employees Disengage and Quit”
View Spring 2005 Newsletter: “Author Q&A on the 7 Hidden Reasons – Part 2?
View Winter 2005 Newsletter: “Author Q&A on the 7 Hidden Reasons – Part 1?
View Fall 2004 Newsletter: “Selling Senior Leaders on Engagement Initiatives”
View Summer 2004 Newsletter: “Secrets of the 100 Great Places to Work”

Book excerpt from Re-Engage–Chapter 10: “Self-Engagement…The Employee Side of the Equation”

Job Creation:

The following article was published in the December 4, 2012 Kansas City Star Business section as a guest commentary.

Where do jobs comes from?

Kansas City Star Business section, December 4, 2012.

War for Talent:

The War for Talent: Is It Really All About the Money?

American Institute of Architects, Points of View, June 2007.

Employee Retention Best Practices:

Stress Less, Work Friendly

Chicago Wellness, May/June 2007.

Dealing with the Real Reasons Employees Leave

Harvard Management Update.

What Makes A Company a Great Place To Work

Kansas City Star, July 26, 2005.

The 7 Hidden Reasons Employees Leave

Employees don’t leave a company so much as get shoved out the door. The keys to keeping and engaging employees are no big mystery, yet so many managers just don’t see it. – Posted at – February 2005

Employee Retention Requires More Than Good Benefits

How employer-of-choice companies are winning the war for talent by putting the emphasis on soft issues, such as good management, measurement, accountability and positive culture.

Employers Of Choice Have To Give Before They Get

Companies such as the SAS Institute make Fortune’s list of the 100 best places in America to work by espousing a “give before you get” philosophy.

Honor Talent That Makes Your Business Productive

Five things that keep companies from capitalizing on their greatest competitive asset—the talent of their employees.

Recognize Results

Building a culture of informal recognition is a fundamental step toward building an employer-of-choice culture. Managers must pay heed to basic human need for appreciation and praise, which, for many, means managing differently than they themselves have been managed.

Firms Need Balanced “Campaign To Retain” IT Workers

This commentary was written before the ceasefire in the war for IT talent, but the way to retain IT workers will remain the same in good times and bad—ask them what they need and give it to them.

Employee Engagement:

Are You Engaged?

Leadership Excellence article. December 2005,

Employee Engagement Creates Mutual Bond

Why many companies are switching from conducting satisfaction surveys to creating and administering surveys that track employee engagement, a more inclusive concept that encompasses satisfaction, commitment, and productivity.

Management’s Plea To The Employee: Engage Thyself!

With all the recent emphasis on holding managers accountable for engaging their employees, it’s about time we started challenging employees to do more to keep themselves engaged. Presents five things every employee can do.

Employee Turnover:

Employees losing faith in top-level managers

Kansas City Star, April 1, 2008 by Leigh Branham

Why employees leave: Reasons ‘hiding in plain sight’

The Globe and Mail, April 27, 2005 by Leigh Branham

Employees often depart because they’re pushed

Kansas City Star, February 8, 2005 by Leigh Branham

Six Factors That Push Good Employees Out The Door

Post-exit interview reveal that most employees who voluntarily leave organizations do so because of “push factors” rather than “pull factors.” This commentary covers six key factors that “push” employees out of the organization

Employment Branding:

Employers’ Two Branding Missions: Their Product And Their Workplace

How employers are branding their companies as great places to work using the same principles they have used for years to brand and sell their products and services to the right customers.

Leadership Development / Assimilation:

Prevent Derailment Of Your Company’s New Leaders

With four out of 10 new leaders failing in their first 18 months on the job, you might think more organizations would do more to smooth the assimilation of new leaders and take the necessary steps to prevent derailment.

The Best Ways To Identify and Develop Leaders

Because they don’t have enough Gen-Xers available to replace retiring Boomers, only a third of companies have the leaders they need to successfully pursue business opportunities. Presents five ways to effectively identify and develop rising leaders.

Human Capital ROI:

Employees Who Feel Important Are Important

The author responds to a local newpaper columnist who discounted the value of employee surveys and recent findings by the Conference Board that employee job satisfaction has dropped by 20 percent since 1995.

Make Your Attitude An Asset: Think Of Your Employees As An Investment

Many CEOs have changed their mind-sets about employees as expendable resources, acknowledging what human capital research has now firmly established—that the best reason to invest in the development of your employees is that it pays dividends to the bottom line.

Culture of Choice:

Cultures Of Sacrifice Hold Little Appeal At Work

Do you work in a “culture of sacrifice,” where employees are seen as fuel to be burned, or in a culture of mutual commitment, where employees are viewed as a renewable resource.

Generations at Work:

Mixing It Up

With four—almost five—generations in the workplace, tensions can arise through misunderstandings and miscommunication.

Ideas for Enhancing Engagement and Teamwork Among All Four Generations

Ideas for Millenials, Gen-Xers, Boomers and Traditionalists.

Managers, Employees Can Work Through Generation Gaps

Boomers and Generation-X’ers have fundamentally different expectations and values in the workplace. Still, organizations must find ways to get them to meet each other halfway, including these few guidelines on ways Boomer managers can get more commitment from X-er employees.

Employee Surveys:

A Dozen Deadly Sins of Conducting Employee Surveys

More than 70 percent of organizations conduct employee surveys, but many conduct those surveys in such a way that they wish they had never surveyed in the first place. Knowing these 12 most common mistakes makes it less likely you will make them.

Cross-Linked Articles:

“Educate to Optimize–100% Online Anytime Three Reasons for Staff Education”, by Julie Schaefer

Published in You Manage Law, September, 24, 2008 Outlines best practices for educating law firm administrative staff and supporting their development through online education..

Leigh is a member of the Society for Human Resource Management and The Organizational Development Network. He also volunteers for Junior Achievement and The Center for Faith and Work in Kansas City.

To contact Leigh Branham, call (913) 620-4645 or E-mail Leigh at